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Review

Question 1 of 100

1. Question

What will come in place of question mark (?) in the following series? WE SG PJ LN ?

HS

IT

IS

HT

None of these

Hint

Question 2 of 100

2. Question

If A is substituted by 4, B by 3, C by 2, D by 4, E by 3, F by 2 and so on, then what will be total of the numerical value of the letters of the word SICK?

11

12

10

9

None of these

Hint

Total Value = 11

Question 3 of 100

3. Question

Four of the following five are alike in a certain way and hence form a group. Which be total not belong to the group?

52

70

48

68

28

Hint

All are multiple of 4, except 70.

Question 4 of 100

4. Question

If U is denoted by 7, M by 2, I by 15, O by 1, K by 8 and J by 4, then what will be the numeric form of the word MOUJIK when written in the reverse order?

217458

845712

854712

857412

None of these

Hint

M O U J I K 2 1 7 4 5 8 After written in reverse order. 854712

Question 5 of 100

5. Question

In the case of how many letters of the word FAINTS, will their order in the word and that when the letters are arranged in the alphabetical order, remain the same?

Two

One

Three

Nil

None of these

Hint

Question 6 of 100

6. Question

In a certain code GARNISH is written as RGAINHS. How will GENIOUS be written in that code?

NEGSOUI

NGEOISU

NGESUOI

NEGSUOI

None of these

Hint

Similarly,

Question 7 of 100

7. Question

How many such pairs of letters are there i the word MISPLACE each of which has as many letters between its two letters in the word as there are between them in the English alphabet?

One

Nil

Two

Three

None of these

Hint

Question 8 of 100

8. Question

In a certain code INKER is written as GLLGT and GLIDE is written as EJJFG. How will JINKS be written in that code?

GFOMU

HGMMU

HGOGH

HGOMU

None of these

Hint

As, and, Similarly,

Question 9 of 100

9. Question

Four of the following five are alike in a certain way and so form a group. Which is the one that does not belong to that group?

Blue

Red

Yellow

Violet

Grey

Hint

Except 'Grey' all are the colours of rainbow.

Question 10 of 100

10. Question

How many such digits are there in the number 5314679 each of which is as far away from the beginning of the number of the number as when the digits are rearranged in descending order within the number?

None

One

Two

Three

More than three

Hint

5 3 1 4 6 7 9 9 7 6 5 4 3 1

Question 11 of 100

11. Question

Directions (for 5 questions): Question below is given three statements followed by two conclusions. Read all the conclusions and then decide which of the given conclusions logically follows from the given statements.Statements: All rooms are tables. Some tables are cards. Some cards are spoons.Conclusions: I. Some spoons are rooms. II. Some spoons are tables.

Only conclusion I follows.

Only conclusion II follows

Either conclusion I or II follows.

Neither conclusion I nor II follows

Both conclusions I and II follow.

Hint

Some tables are cards.(I-type) All cards are spoons. (A-type) I + A ⇒ I-type of Conclusion "Some tables are spoons". Conclusion II is Converse of it.

Question 12 of 100

12. Question

Directions (for 5 questions): Question below is given three statements followed by two conclusions. Read all the conclusions and then decide which of the given conclusions logically follows from the given statements.Statements: Some chairs are windows. Some walls are houses. Some walls are houses.Conclusions: I. Some houses is chair II. No house is chair.

Only conclusion I follows.

Only conclusion II follows

Either conclusion I or II follows.

Neither conclusion I nor II follows

Both conclusions I and II follow.

Hint

All the three Premises are particular Affirmative (I-type). No Conclusion follows from the two Particular Premises. Conclusions I and II form Complementary Pair. Therefore, either I or II follows.

Question 13 of 100

13. Question

Directions (for 5 questions): Question below is given three statements followed by two conclusions. Read all the conclusions and then decide which of the given conclusions logically follows from the given statements.Statements: Some pins are swords. All swords are knives. All knives are sticks.Conclusions: I. Some sticks are pins. II. Some knives are pins.

Only conclusion I follows.

Only conclusion II follows

Either conclusion I or II follows.

Neither conclusion I nor II follows

Both conclusions I and II follow.

Hint

Some pins are swords. (I-type) All swords are knives. (A-type) I+ A ⇒ I-type of Conclusion "Some pins are knives." Conclusion II is Converse of it. All swords are knives. (A-type) All knives are sticks. (A-type) A + A ⇒ A-type of Conclusion "All swords are sticks." Some pins are knives. (A-type) All knives are sticks. (A-type) I + A ⇒ I-type of Conclusion "Some pins are sticks." Conclusion I is converse of it.

Question 14 of 100

14. Question

Directions (for 5 questions): Question below is given three statements followed by two conclusions. Read all the conclusions and then decide which of the given conclusions logically follows from the given statements.Statements: All desks are plates. All plates are mirrors. All mirrors are boxes.Conclusions: I. Some boxes are plates. II. All mirrors are desks.

Only conclusion I follows.

Only conclusion II follows

Either conclusion I or II follows.

Neither conclusion I nor II follows

Both conclusions I and II follow.

Hint

All desks are plates. (A-type). All plates are mirrors. (A-type) A + A ⇒ A-type of Conclusion "All plates are mirrors." All plates are mirrors. (A-type) All mirrors are boxes. (A-type) A + A ⇒ A-type of Conclusion "All plates are boxes." Conclusion I is converse of it.

Question 15 of 100

15. Question

Directions (for 5 questions): Question below is given three statements followed by two conclusions. Read all the conclusions and then decide which of the given conclusions logically follows from the given statements.Statements: All roads are buses. No bus is train. Some trains are platforms.Conclusions: I. Some platforms are roads II. Some trains are roads.

Only conclusion I follows.

Only conclusion II follows

Either conclusion I or II follows.

Neither conclusion I nor II follows

Both conclusions I and II follow.

Hint

All roads are buses. (A-type) No bus is train. (E-type) A + E ⇒ E-type of Conclusion "No road is train." No bus is train. (E-type) Some trains are platforms. (I-type) E + I ⇒ O*-type of Conclusion "Some platforms are not buses."

Question 16 of 100

16. Question

Directions (for 2 questions): Read the following following information carefully and answer the question, that follows:

If ‘A – B’ means ‘A is father of B’ If ‘A + B’ means ‘A is daughter of B’ If ‘A ÷ B’ means ‘A is son of B’ If ‘A × B’ means ‘A is wife of B’

In the expression ‘P ÷ Q – T’ how is related to P?

Mother

Sister

Brother

Either brother or sister

None of these

Hint

P ÷ Q – T ⇒ T is either brother or sister of P.

Question 17 of 100

17. Question

Directions (for 2 questions): Read the following following information carefully and answer the question, that follows:

If ‘A – B’ means ‘A is father of B’ If ‘A + B’ means ‘A is daughter of B’ If ‘A ÷ B’ means ‘A is son of B’ If ‘A × B’ means ‘A is wife of B’

In expression ‘P ÷ Q – T’ how is R related to P?

Daughter

Brother

Father

Sister

None of these

Hint

P + Q × R ⇒R is father of P

Question 18 of 100

18. Question

‘Iron’ is related to ‘Solid’ in the same way as ‘Mercury’ is related to _______?

Solid

Gas

Liquid

Vapour

None of these

Hint

Iron is found in solid state. Similarly, mercury is found in liquid state.

Question 19 of 100

19. Question

In a certain code BRIGHT is written as JSCSGF. How is JOINED written in that code?

HNIEFO

JPKEFO

JPKMDC

KPJCDM

None of these

Hint

As, Similarly,

Question 20 of 100

20. Question

In a certain code BOARD is written as 51324 and SIDE is written as 9647. How is BASE written in that code?

5397

5937

5697

5297

None of these

Hint

and Therefore,

Question 21 of 100

21. Question

Directions (for 5 questions): These questions are based on the following six numbers:

283

347

518

829

748

827

If the first and the third digits of each number are interchanged, which number will be the third lowest?

Hint

23. Question

Directions (for 5 questions): These questions are based on the following six numbers:

283

347

518

829

748

827

If the first digit of each number replaces the third digit of that number, third digit replaces the second digit and the second digit replaces the first digit, and then the number thus formed are arranged in the ascending order, then which number will be the third?

Hint

24. Question

Directions (for 5 questions): These questions are based on the following six numbers:

283

347

518

829

748

827

If the first and the third digits of each number are interchanged and one is added to the second digit of each number then which of the following pairs of numbers will have highest total of their numberical value?

Hint

26. Question

Directions (for 5 questions): Study the following information carefully and answer the questions given below:

Eight friends A, B, C, D, E, F, G and H are sitting around a circle facing the centre. H is to the immediate left of E who is third to the right of B. C is second to the right of D and is not a neighbour of B. F is second to the right of G and is not a neighbour of C.

Who is second to the right of E?

F

H

C

F

None of these

Hint

Question 27 of 100

27. Question

Directions (for 5 questions): Study the following information carefully and answer the questions given below:

Eight friends A, B, C, D, E, F, G and H are sitting around a circle facing the centre. H is to the immediate left of E who is third to the right of B. C is second to the right of D and is not a neighbour of B. F is second to the right of G and is not a neighbour of C.

Who is third to the left of A?

B

H

E

F

None of these

Hint

Question 28 of 100

28. Question

Directions (for 5 questions): Study the following information carefully and answer the questions given below:

Eight friends A, B, C, D, E, F, G and H are sitting around a circle facing the centre. H is to the immediate left of E who is third to the right of B. C is second to the right of D and is not a neighbour of B. F is second to the right of G and is not a neighbour of C.

Which of the following pairs has the first person sitting to the immediate right of the second person?

DA

AC

GC

BF

None of these

Hint

Question 29 of 100

29. Question

Directions (for 5 questions): Study the following information carefully and answer the questions given below:

Eight friends A, B, C, D, E, F, G and H are sitting around a circle facing the centre. H is to the immediate left of E who is third to the right of B. C is second to the right of D and is not a neighbour of B. F is second to the right of G and is not a neighbour of C.

Four of the following five are alike in a certain way and based on their positions in the above arrangement and so form a group. Which is the one that does not belong to the group?

EC

AB

FD

HA

CH

Hint

Question 30 of 100

30. Question

Directions (for 5 questions): Study the following information carefully and answer the questions given below:

Eight friends A, B, C, D, E, F, G and H are sitting around a circle facing the centre. H is to the immediate left of E who is third to the right of B. C is second to the right of D and is not a neighbour of B. F is second to the right of G and is not a neighbour of C.

53. Question

Hint

54. Question

The average age of a man and his twin sons is 30 years. His ratio of the ages of father and one of his sons is 5:2 respectively. What is the Father’s age?

50 years

30 years

45 years

20 years

None of these

Hint

According to the question, Average age of a man and his twin sons = 30 ∴ Total age = 30 × 3= 90 years Given that the ratio of father and one son = 5:2 (since children born on the same day) ∴ 5x + 2x + 2x = 90 or, 9x = 90 ∴ ∴ Father's age = 5 × 10 = 50 years

Question 55 of 100

55. Question

Find the approximate average of the following set of scores: 1566, 2455, 1231, 2678, 1989, 3342, 2715

Hint

69. Question

Directions (for 5 questions): What approximate value should come in place of question mark (?) in the following question?(563% of 808) ÷ 129 =?

63

19

35

47

51

Hint

÷ 129 = = = 34.89 = 35 (approximately)

Question 70 of 100

70. Question

Directions (for 5 questions): What approximate value should come in place of question mark (?) in the following question?(632.46)² =?

410000

400000

405000

395000

380000

Hint

? = (632.46)² = (632.5)² = 400056.25 = 4,00,000 (Approximate)

Question 71 of 100

71. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

What is the main topic of the passage?

Importance of management schools in the present I context I

Good managers

Importance of leadership in an organisation

Management and success of an organisation

None of the above

Hint

The main concern of the passage in importance of leadership in an organisation management and success are only subordinate ideas depending on the leadership in an organisation. Management schools are only referred to, they are not a significant idea in text.

Question 72 of 100

72. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Why did companies and universities develop programmes to prepare managers in large numbers?

Companies and universities wanted to generate funds through these programmes

Large number of organisations were created and they needed managers in good numbers

Only trained managers could lead an organisation to success

None of the above

Hint

This is a factual question refer to the first sentence of the second paragraph. It could be inferred from this line that there were many large organisations but not enough managers and this need for geed managers lead to development of various management programs by companies and universities.

Question 73 of 100

73. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Which of the following statements is not true according to the passage?

Bureaucratic culture smothers those who want to change conditions

Leadership involves carrying out important functions such as budgeting and planning

Pressure on managers comes mostly from within

Leadership has the potential to establish direction

None of the above

Hint

Thus is an incorrect statement because, as can be inferred from the passage budgeting and planning are managerial treks relating to Management and not leadership.

Question 74 of 100

74. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Management education was emphasized in the management programmes because:

motivating employees was thought to be done by managers

organisations wanted to create a powerful guiding coalition

establishing direction was the main force of organisations

management was the main item of agenda in organisations

None of the above

Hint

Refer to the second last sentence of the second paragraph.

Question 75 of 100

75. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

What is the historical reason for many organisations not having leadership?

Leaders allow too much complacency in organisations

Leaders are not adept in carrying out managerial functions and organisations need good managers only

The view that leaders are born and not made

Socio-political pressure

None of the above

Hint

(1), (3) and (4) can be eliminated because they are not suggested as such by the passage. (2) can be infrared from the third paragraph of the passage which describes difference between managers and leader and talks about the importance given to the former in today's world.

Question 76 of 100

76. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Which of the following is similar in meaning to the underlined word ‘nurtured’ as used in the passage?

Created

Developed

Surfaced

Thwarted

None of the above

Hint

Developed is nearest in meaning to are true.

Question 77 of 100

77. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

What according to the author is leadership?

Inspiring people to realise the vision

Planning and budgeting resources

Carrying out the crucial function of manager

Keep the technology running smoothly

None of the above

Hint

(1) (2), (3) and (4) are the functions of a manager according to the passage and in author's opinion leader task so different from that of a manager's. A leader is a visionary. Refer to this sentence in the first paragraph "Leadership defines what the future should look like…. despite the obstacles.

Question 78 of 100

78. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Which of the following characteristics help organisations in their transformations efforts?

Bureaucratic and inward looking approach

A strong and dogmatic culture

Emphasis on leadership rather than management

Emphasis on customer satisfaction

None of the above

Hint

According to the passage successful transformations is 70 to 90% leadership and only 10-30% management. So the emphasis should be on leadership rather than management for transformation efforts.

Question 79 of 100

79. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Why were people taught little about leadership in management programmes?

Enough study material was not available

Leadership was considered a political phenomenon

Focus of these programmes was on developing managers

both 1 and 2

None of the above

Hint

Because management was the main item on 20th century agenda, and it was manager that were required in large numbers the focus was on management which is why they were taught little about leadership.

Question 80 of 100

80. Question

Directions (for 10 questions): Read the following passage carefully and answer the questions given below it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here. Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don’t have much leadership. And almost everyone thinks about the problem here as one of managing change.

For most of this century, as we created thousands and thousands of large organisations for the first time in human history, we didn’t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was the main item on the twentieth-century agenda because that’s what was needed. For every entrepreneur or business builder who was, a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of marked dominance, which in turn produces much growth. After a while keeping the ever larger organisation under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focussed employees can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Which of the following statements is false according to the passage?

Bureaucracy fosters arrogant culture

Leadership competencies are nurtured only in very large-size organisations

Successful transformation in organisation is largely possible because of leadership

Managers tend to stifle innovation

None of the above

Hint

The passage does not support this statement. Rather the passage states that leadership is a set of processes that creates organizations at the first place. Size of organizations do not affect leadership.

Question 81 of 100

81. Question

Directions (for 5 questions): Which of the phrases given below should replace the phrase given in bold in the following sentence to make the sentence grammatically meaningful and correct.In any serious investigation, all points of suspicions should check properly.

must check properly

should be checked properly

should properly check

must properly check

No correction required

Hint

should be checked …

Question 82 of 100

82. Question

Directions (for 5 questions): Which of the phrases given below should replace the phrase given in bold in the following sentence to make the sentence grammatically meaningful and correct.The circumstances in which succumbed below pressure, are not known.

succumbed below force

was succumbed below pressure

was succumbing below force

succumbed to pressure

No correction required

Hint

to should follow succumb.

Question 83 of 100

83. Question

Directions (for 5 questions): Which of the phrases given below should replace the phrase given in bold in the following sentence to make the sentence grammatically meaningful and correct.All human beings are vulnerable to greed and temptations.

are vulnerable for

have vulnerability of

were vulnerable at

have been vulnerable with

No correction required

Question 84 of 100

84. Question

Directions (for 5 questions): Which of the phrases given below should replace the phrase given in bold in the following sentence to make the sentence grammatically meaningful and correct.How did the burglar got into the bank is a mystery.

How did the burglar get

What did the burglar get

How the burglar got

Why did the burglar get

No correction required

Hint

How the burglar got into …

Question 85 of 100

85. Question

Directions (for 5 questions): Which of the phrases given below should replace the phrase given in bold in the following sentence to make the sentence grammatically meaningful and correct.What most of the people think right cannot be said to be necessary and right?

said to be necessarily

said to be necessarily and

necessarily said to be

said necessary and to be

no correction required

Hint

Said to be necessarily

Question 86 of 100

86. Question

Directions (for 5 questions): Choose the word or the set of words for each blank that best fits the meaning of the sentence as a whole.The _______ successfully repelled every _______ on the city.

defenders- comment

citizens- onslaught

thieves- robbery

judge- criticism

None of these

Hint

You cannot repel (drive away) comments or criticism, only an attack or onslaught can be repelled. So, the pair of most suited words would be citizens-onslaught

Question 87 of 100

87. Question

Directions (for 5 questions): Choose the word or the set of words for each blank that best fits the meaning of the sentence as a whole.He was _______ very clever, but he _______ performed excellently.

certainly- obviously

never- also

not- always

rarely- seldom

None of these

Hint

Since, there is a but between the two parts of the sentence, the passive words should be antonyms. (1) and (4), thus, get eliminated never-also do not fit the sense of the sentence properly thus, not-always are the most suitable fillers for the given sentence.

Question 88 of 100

88. Question

Directions (for 5 questions): Choose the word or the set of words for each blank that best fits the meaning of the sentence as a whole.A _______ analysis of these substances will show that they differ _______ .

random- minutely

detailed- essentially

careful- completely

final- Structurally

None of these

Hint

An analysis must be careful, it may or may not be detailed and final. It certainly should bot be random, thus, (1) is eliminated of the remaining careful is the most appropriate choice for this sentence.

Question 89 of 100

89. Question

Directions (for 5 questions): Choose the word or the set of words for each blank that best fits the meaning of the sentence as a whole.When the _______ polished the stones, they gleamed with a breath-taking brilliance.

graphologist

cosmetologist

lapidary

beagle

None of these

Hint

Graphologist is one who studies handwriting, while a cosmetologist is a person skilled in the art of cosmetics, Beagle is a species of dog and lapidary is a person skilled in polishing of atoms.

Question 90 of 100

90. Question

Directions (for 5 questions): Choose the word or the set of words for each blank that best fits the meaning of the sentence as a whole.As _______ head of the organisation, he attended social functions and civil meetings, but had no _______ in the formulation of company policy.

hypothetical-vote

titular-voice

nominal-competition

former-pride

None of these

Hint

The second blank could either be voice so (3) and (4) are eliminated. Hypothetic means something that is assumed and titular means a ruler without real authority. So, titular-voice is the appropriate choice of words.

Question 91 of 100

91. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 1.

development

domination

predicament

history

excellence

Question 92 of 100

92. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 2.

dubious

insignificant

desperate

special

commendable

Question 93 of 100

93. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 3.

outshining

broken

disappointing

brighter

played

Question 94 of 100

94. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 4.

underplayed

accomplished

tampered

noteworthy

exaggerated

Question 95 of 100

95. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 5.

proposed

futile

impracticable

necessary

suggested

Question 96 of 100

96. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 6.

laid

struck

cooled

weighed

brought

Question 97 of 100

97. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 7.

progress

debating

meticulousness

haste

complacency

Question 98 of 100

98. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 8.

much

still

obviously

found

far

Question 99 of 100

99. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.

Choose the word that best fills the gap 9.

deplorably

admirably

surprisingly

not

amusingly

Question 100 of 100

100. Question

Directions (for 10 questions): In the following passage there are blanks, each of which has been numbered. Five words are suggested, one of which fits the blank appropriately.

India’s …1… over the past half century since independence has been unique and …2… in many ways. Yet the record is …3… in relation to what the country set out to achieve and could certainly have been …4…. It is …5… to look at both sides; the alternative is to be …6… down by unrelieved gloom or unwar­ranted …7…. The fact is that after eight 5-year plans, about 40 per cent of population is …8… below the poverty line. The human development indices are …9… low, placing India at the 126th position in the world table, far below many countries that came into …10… much later than it did.